THE ADAPTATION ADVANTAGE

LET GO, LEARN FAST, AND THRIVE IN THE FUTURE OF

WORK

BY HEATHER MCGOWAN, CHRIS SHIPLEY, AND

THOMAS L. FRIEDMAN

Contents

Figure I.1 4

Figure I.2 4

Figure I.3 5

Figure I.4 5

Figure I.5 6

Figure I.6 6

Figure 1.1 7

Figure 1.2 7

Figure 1.3 8

Figure 1.4 8

Figure 1.5 9

Figure 1.6 9

Figure 1.7 10

Figure 2.1 10

Figure 2.2 11

Figure 2.3 12

Figure 2.4 13

Figure 2.5 13

Figure 2.6 14

Figure 2.7 14

Figure 3.1 15

Figure 3.2 15

Figure 3.3 16

Figure 3.4 16

Figure 4.1 17

Figure 4.2 17

Figure 4.3 18

Figure 4.4 18

Figure 4.5 19

Figure 4.6 19

Figure 4.7 20

Figure 5.1 20

Figure 6.1 21

Figure 6.2 21

Figure 6.3 22

Figure 7.1 22

Figure 7.2 23

Figure 7.3 23

Figure 7.4 24

Figure 7.5 25

Figure 7.6 26

Figure 7.7 27

Figure 7.8 28

Figure 8.1 28

Figure 8.2 29

Figure 8.3 29

Figure 8.4 30

Figure 8.5 30

Figure 8.6 31

Figure 8.7 31

Figure 8.8 32

Figure 8.9 32

Figure 8.10 33

Figure 8.11 33

Figure 9.1 34

Figure 9.2 34

Figure 9.3 35

Figure 9.4 35

Figure 9.5 36

Figure 9.6 36

Figure 9.7 37

Figure 9.8 37

Figure 9.9 38

Figure 9.10 38

Figure 9.11 39

Figure 9.12 39

Figure 9.13 40

Figure 9.14 40

Figure 10.1 41

Figure 10.2 42

Figure 10.3 44

Figure 10.4 44

Figure 11.1 45

Figure 11.2 45

Figure 11.3 46

Figure 11.4 46

Figure 11.5 47

Figure 11.6 47

Figure 11.7 48

flast xxi 17 February 2020 11:48 AM

10 20 30 40 50 60 70 80 90 100

ED

UC

AT

ION

CA

RE

ER

RE

TIR

E Life Expectancy 67

Age 66+

Age 18/22–65

Age 5–18/22

K–12

University

JobJob

Career

Pension

Success Measures:Codified and TransferredPredetermined Skills +

Existing KnowledgeLadder

10 20 30 40 50 60 70 80 90 100

LEA

RN

LEV

ER

AG

ELO

NG

EV

ITY

LEARN LEARN LEARN LEARN LEARN LEARN

Engagement

Engagement

Engagement

Engagement

Engagement

Engagement

Remain Engaged

Life Expectancy 90+Success Measures:

Identity Resilience, Learn+ Adapt to Create New

Value

4

Figure I.1: The Old Economy

Figure I.2: The New Reality

flast xxiii 17 February 2020 11:48 AM

10 20 30 40 50 60 70 80 90 100

ED

UC

ATIO

NC

AR

EE

RR

ET

IRE

LO

NG

EV

ITY

LEV

ER

AG

ELE

AR

N

Age 5 – 18/22

K-12

University

Career

Job

Lad

BESTOWED IDENTITY SELF-ACTUALIZED IDENTITY

Engagement

Engagement

Engagement

LEARN LEARN LEARN

Figure I.3: The Leap from Old Economy to New Reality

Figure I.4: The Rise of Nonroutine Work and the Fall of Routine Work

Note: The bands indicate recessions as defined by the National Bureau of Economic Research.

Source: U.S. Census Bureau, Current Population Survey.

19801975 1985 1990 1995 2000 2005 2010 2015

45

40

50

55

60

Percent

Routine occupations

Nonroutine occupations

5

fl ast xxv 17 February 2020 11:48 AM

First SecondThird

Fourth

Steam + Water Electricity InformationTechnology

Cyber-Physical

Convergence

Human Cognitive Labor

Human Physical Labor

TIME1700 1800 1900 2000 2100

IMPACT

Replacement

Assistive

Replacement

IMPACT

Assistive

Figure I.5 : The Fourth Industrial Revolution Reshapes Work

Time

Business productivity

• Mobile, sensors, AI, cognitive computing• Access to technology by consumers globally• Technology infiltrates home and political life

Technology change

Gap in businessperformance potential

Rat

e o

f ch

ang

e

Figure I.6: Bersin/Deloitte’s Productivity Gap

Source: © Deloitte University Press | Dupress.Deloitte.com | Josh Bersin.

6

c01 5 17 February 2020 12:01 PM

Figure 1.1: The Fourth Industrial Revolution

First Second Third Fourth

TECHNOLOGICALINNOVATION

PREP-EDUCATION

IDENTITY

End of theeighteenth century

Steam Engine,Mechanical

Manufacturing

Learn a Skill

MultigenerationalJob

Start of thetwentieth century

Electricity, MassProduction,

Division of Labor

Join a Trade

MultigenerationalIndustry

Start of 1970s

Computer,Automation of Manufacturing

Pick a Good Major

Industry CareerLadder

2015–Today

Cyber-Physical Systems, Internet of

Things

Learn to Learn,Adapt, + Create

New Value

Multi-Industry Career Web

COMPLEXITY

Figure 1.2: A ge and Adaptation

20 30 40 50 60 70 80 9010 100

10

20

30

40

50

60

20

30

40

50

60

70

80PEAK FLUID

INTELLIGENCE

TIME – AGE

AD

AP

TAT

ION

7

c01 8 17 February 2020 12:01 PM

TIME

CH

AN

GE

We AreHere

34

12

4

HumanAdaptation(Linear Change Rate)

Technology(Exponential Change Rate)

Figure 1.3: Human Adaptation Is Linear, Technological Change Is Exponential

Figure 1.4: Top 10 Populations in the World

1

2

3

4

5

6

7

8

9

10

2.2 Billion

1.9 Billion

1.5 Billion

1.34 Billion

1.30 Billion

1.23 Billion

1.04 Billion

1.00 Billion

806 Million

562 Million

8

c01 12 17 February 2020 12:01 PM

Politics

No More Leftand Right

Geopolitics

Enemies andAllies Shift

Continuously

Community

Ideology overGeography

Work/Learn

LifelongLearning + Adaptation

Ethics

NewGuardrails

RESHAPING

Technology Climate Market

Figure 1.5: Friedman’s Three Climate Changes Reshape Our World

37

Life 1750Expectancy

Lifetimes

ParadigmShifts

1850 1950 2050

40 69 90+

TIME

VELOCITYOF CHANGE

SteamEngine

CombustionEngine + Electricity

Telephone + Television

Internet

Mobile

Internet of Things

Silicon Cognition + Autonomous Vehicles

Merging of Cyber, Biological, Physical Systems

Figure 1.6: The Velocity of Change Requires Adaptation

9

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Figure 1.7: The Fifth Era in Human History

Source: Concept of Augmented Era © Jeff Kowalski, CTO Autodesk.

Hunter– Gatherer Era

Millions

Strength +Speed

LaborEf�ciency

AgriculturalEra

Millenniums

Know-How +Stamina

LaborAugmentation

Industrial Era

Centuries

Ef�ciency +Optimization

LaborReplacement

InformationEra

Decades

AcquiredKnowledge +

Skill

CognitiveReduction

AugmentedEra

Creativity,Agility, +

Adaptability

CognitiveAugmentation

TIMESPAN

TALENT

TOOLS

SKILLS Generalist Specialists Hyper-specialists

Neo-generalist

OUR MENTAL MODELS ARE HERE TIME: WE ARE HERE

Figure 2.1: Outdated Questions Set Traps

Data sources: Frey-Osborne Model, Federal Reserve Bank of New York, and the Foundation for

Young Australians.

What Do You Want to BeWhen You Grow Up?

What Is Your Major?

What Do You Do?

Jobs Will Change100%

Tasks Automated by 203347%

Work in Their Major27%

Jobs Industries17 5

10

c02 20 17 February 2020 3:58 PM

30 Linear Steps

30 Exponential Steps

30 Meters

1 2 3 4

1 Billion Meters

26x

1 2 4 8

Figure 2.2: The Difference Between Linear and Exponential Progress

Data source: Singularity Hub.

11

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WH

OW

HA

TW

HE

RE

TO

White Minority

Unaf�liated (Plurality)

Aging (2027)

More Types,Fewer kids

Gender-Fluid

Continuous Learning

Ourselves +Peers (Bias)

#MeToo, #TimesUp

Portfolio of Self-Expression

Diverse + Female Leaders

Personal Brand + Network

51% of TimeOnline

Social Media Platforms

FROM

White Majority

(Judeo) Christian Norm

Youth to Middle Age

Mom + Dad + 2.5 Kids

Fixed andBinary

Single-Dose Degree

Institutions

Harassment Permissible

Fixed Employee Identity

(White) Male Patriarchy

Earned + Credentialed

Face to Face

Countries

Race

Populations

Human Relationships

Expertise

Leadership + Authority

Occupation

Consent + Power

Trust + Truth

Education

Gender Identity

Family

Age

Religion

Figure 2.3: Dimensions of Societal and Cultural Change

12

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DEVELOPED WORLD

Life Expectancy

FertilityRate

DEVELOPING WORLD

Life Expectancy

Fertility Rate

Figure 2.4: Shifting Population and Aging Trends Worldwide

Data sources: UN Department of Economic and Social Affairs, World Population Prospects

2012, Bureau of Labor Statistics, World Bank.

1960 1970 1980 1990 2000 2010 2020

71% 70%

50%53%

44%

32%

77%

27%20%

60%

17%

Church Membership

Trust in Media

Trust in Government

90%

10%

20%

30%

40%

50%

60%

70%

80%

Figure 2.5: Membership and Trust

Data sources: Gallup (church membership and trust in media), Pew Research (trust in government).

13

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1960 1970 1980 1990 2000 2010 2020

90%

10%

20%

30%

40%

50%

60%

70%

80%

7%

14%

42%

51% 53%

38%

51%

57%

Female CEO Fortune 500Women in Professions

Bachelor’s DegreeAttainment (Women)

Figure 2.6: Women and Work: Educational Attainment, Workforce Representation, and Leadership

Data sources: Equal Employment Opportunity Commission (women in professions), National Center

for Education Statistics (degree attainment by women), Catalyst (Fortune 500 CEOs).

1960 1970 1980 1990 2000 2010 2020

90%

10%

20%

30%

40%

50%

60%

70%

80%

20%

7%

15%

21%

70%

29%

20%

38%

11%

Through Work

Through Friends

Through Church

Online

Same-Sex Couples

Heterosexual Couples

Figure 2.7: How We Meet Our Mates

Data source: Michael J. Rosenfeld and Reuben J. Thomas, “Searching for a Mate: The Rise of the

Inter-net as a Social Intermediary,” American Sociological Review 77, no. 4 (2012): 523–547.

14

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Complex

Discrete

TASK

Repetitive

Known Predictable Ambiguous PROBLEM

AUTOMATED

ATOMIZED

HUMAN + AUGMENTEDHIGH

HIGHLOW

Cost +Complexity

Value + Complexity

Figure 3.1: The Atomization, Automation, and Augmentation of Work

Shed,Automate,or AtomizeElements

DeepenKnowledge

+ Skill

NextRole

Current Role

Expand—Port Skills +Knowledge

=

+

+

– Tasks Automated or Atomization

Deepen Knowledge + Skill

Expand—Port Knowledge + Skill

Next Role

REPEAT PROCESS

Current Role and Self-DefinitionUPSKILL

RESKILL

Figure 3.2: Upskill and Reskill Regularly

15

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The Bundled Job

Operational Tasks

Discrete Tasks

Expertise

Portable Skills

Learn + Adapt

Automated

Atomized

Augmented

The Unbundled Job

Adapt Skills to New Contexts

Most Important Future Skill

Outsource Tasks

AI Assistance

Routine Processes

Figure 3.3: The Unbundling of a Job

Figure 3.4: Five Types of Talent

Concept credit: Reid Hofman (foundational, rotational, and transformational talent), Heather E. McGowan (contingent and executive producer talent).

Types of Talent

ContingentAI Assistance

Transformational

Executive Producer

Rotational

Foundational

Contribution

Known Ability to Deliver

Incremental, Known Contributions

Hire a Tool

Building + Sustaining the Entity

Unknown (Discovery)Change Agent

Time–Tour

Short-Term3–5 Years

Short-TermRepeatable

Short-Term1–3 Years

Short-TermMonths–Years

Long-TermDevelop–Invest

16

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Global Unit Sales Since Launch Year

UnitsSold inBillions

10 Years

13 Years (discontinued)

31 Years (discontinued)

5 Years

iPod

iPhone

WalkmanAmazon

Alexa

1.20

0.20

0.40

0.60

0.80

1.00

1.10

Figure 4.1: Speed-to-Product Peaks and Life Spans

Data sources: International Data Corporation and the product manufacturers.

Units Sold(Millions)

Instagram Mobile Application (2010)

TwitterAdds

Photos(2013)

SmartphoneShipments Top 1

Billion (2013)

1980 1985 1990 1995 2000 2005 2010 2015

120

10

20

30

40

50

60

70

90

80

100

110

Total Global Shipment of Cameras

Apple Introduces the iPhone (2007)

Figure 4.2: The Rise and Fall of the Camera

Data sources: The Camera and Imaging Product Association and International Data Corporation (smartphone shipments).

17

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1917

Extract Value(From Natural Assets)

$46 Billion

$14 Billion

$10 Billion

$7 Billion

$6 Billion

2017

Learn Faster(Data as Learning Tool)

$898 Billion

$719 Billion

$644 Billion

$543 Billion

$518 Billion

1967

Make Stuff(Fast and Cheap)

$258 Billion

$201 Billion

$177 Billion

$171 Billion

$106 Billion

Figure 4.3: Top Five Companies by Market Capitalizations at 50-Year Increments

STORE KNOWLEDGE“BECOME EDUCATED”

STREAM KNOWLEDGEDEVELOP LEARNING AGILITY

HIGH

TIME

LOW

HIGH

LOW

Degree =Good Job

ContentScarcity

VALUE OF A STOCKOF KNOWLEDGE

UBIQUITY OFINFORMATION +CONNECTIVITY

WE ARE HERE

Figure 4.4: From Stocks of Knowledge to Flows of Knowledge

Credits: John Hagel (@Jhagel) for the stocks of knowledge concept and Laurence Van Elegem for the stream knowledge concept.

18

Figure 4.5: From I to T to X: The Transdisciplinary Imperative

AI AI

AI AI

AI

DISCIPLINARY MULTIDISCIPLINARY(T-Shaped)

TRANSDISCIPLINARY(Human-Machine + Disciplinary Convergence)

Job Corridor:

Current Level Skills Gap Target Level

3 EXPLORE THE GAP IN JOB ATTRIBUTES BETWEEN AT-RISK JOBS + MORE SECURE JOBS

0 02 40 06 08 100

KnowledgeSkills Abilities Context Styles

Economics + Accounting

Mathematics

Sales + Marketing

Computers + Electronics

Sales + Marketing

1 TARGET JOB

Account Managers

Accountants

Advertising and Promotion Managers

Administrative Service Managers

2 CURRENT JOB RISK PIVOT

Financial Managers

Auditor

Fundraising Manager

Loan Officer

3.8 %

8.4 %

1.9 %

12.5 %

98.4

98.6

96.4

96.1

Figure 4.6: The Job Corridor and Pivot Score

19

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2013 2014 2015 2016 2017 2018 2019

Employees Hires/Fills Projection

Senior-Advanced Analytics Historical Trends

Career IntelligenceTrending

NowOrganizational

DataJob Pro�le

Search

Figure 4.7: AT&T Career Intelligence Job Outlook

Data source: Information courtesy of AT&T.

Figure 5.1: How We Build Competence and Close the Confidence Gap for Girls and Women

BOYS:Fall Short

SCHOOL

GIRLS: Exceed

MEN:Promoted for

Potential (60%)

WORK

WOMEN: Promoted for

Accomplishments (100%)

SELF-PERCEPTION

WOMEN:Undercon�dent

MEN: Overcon�dent

Expectations Requirements Performance

20

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WHAT

HOW

WHY

PRODUCT

PROCESS

PURPOSE

The Everything Store

14 Leadership Principles

Earth's Most Customer-centric Company

Books Stuff Media Groceries

Figure 6.1: Amazon’s Why, How, What

WHAT

HOW

WHY

JOB

SUPERPOWER

PURPOSEWhat Interests You?

What Drives You?

What Are Your Unique Abilities?

How Do You Apply Your GiftsAligned with Your Purpose TODAY?

1 2 3 4 5

Figure 6.2: Purpose First, Job Last: Your Why, How, What

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Figure 6.3: Steve Jobs

Photo © Asa Mathat.

Figure 7.1: The Value Creation S-Curve: Explore, Experiment, Execute, Expand

Go to Market

EXPLORATION EXPLOITATION

1Explore(Need)

2Experiment

(Idea) 3Execute(Create)

4Expand

(Optimize)

Value

Time

22

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Figure 7.2: Old Economy S-Curve Gives Way to Shorter and More Frequent S Curves

New Business Models

New Services

New Products

OLDECONOMY

NEWREALITY

Value

Time

Skills

Enablers

Mindset

Identity

Skills to DoSkills for Which You Are Hired

Uniquely Human Skills + TraitsWhats Makes You Better at Your Job

Agile Learning MindsetYour Ability to Learn and Adapt (to Market Changes)

Resilient and Adaptive IdentityYour Resilience and Understanding of Your Purpose

Figure 7.3: The Iceberg: Layers Required for Learning and Adaptation

23

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Figure 7.4: The Agile Mindset

(Learning) Agility

(Learning + Unlearning,Learning Styles)

Adaptability

(Navigate Ambiguity,Unstructured Problems)

(Market + Self) Awareness

(Entrepreneurial Outlook)

Agency

(MotivationFueled by Purpose)

Skills

Enablers

Mindset

Identity

24

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Figure 7.5: Agency Is Rooted in Understanding Your Purpose and Superpowers

WHAT

HOW

WHY

JOB

SUPERPOWER

PURPOSEWhat Interests You?

What Drives You?

What Are Your Unique Abilities?

How Do You Apply Your GiftsAligned with Your Purpose TODAY?

1 2 3 4 5

Skills

Enablers

Mindset

Identity

25

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20 30 40 50 60 70 80 9010

Critical Thinking

Complex Problem Solving

Creativity

TIME – AGE

People ManagementCoordinating with OthersEmotional IntelligenceJudgment and Decision MakingService OrientationNegotiation

AFTER 40

CognitiveFlexibility

BEFORE 30

Skills

Enablers

Mindset

Identity

Figure 7.6: Future of Work Skills Peak with Age and Wisdom

Data source: Future Jobs Report, World Economic Forum.

26

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Figure 7.7: Technology Skills Slip as Behavioral Skills Rise (IBM)

Sources: 2016 IBM Institute for Business Value Global Skills Survey; 2018 IBM Institute for Business Value Global Country Survey.

Flexibility, Agility, Adaptability1

Time Management, Prioritization2

Collaborate, Work Effectively in Teams3

Effective Communication4

Analytics and Acumen5

STEM and Tech Capabilities6

Creativity and Innovation7

Computer and Software Skills8

Ethics and Integrity8

Foreign Language Skills10

1

2

3

4

5

5

7

8

9

10

20182016

Technical Skill

Human Skill

27

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Figure 7.8: Bonchek and Steele: What Kind of Thinker Are You?

Source: Mark Bonchek and Elisa Steele.

IDEAS

DETAILS

BIGPICTURE

PROCESS ACTION RELATIONSHIPS

Explorer Planner

Expert Optimizer

Energizer

Producer

Connector

Coach

FOCUS

OR

IEN

TAT

ION

PLAY

Optimisticadaptation

Unrealisticutopia

Misunderstooddystopia

PRAY PREYRAY

Figure 8.1: Mickey McManus’s Ray-Pray-Play

Concept credit: Mickey McManus.

28

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Time

RoutineCapabilities

HUMAN

MACHINE

Humans Have BeenConditioned to Act More

More Machine-Like

Machines’ CapabilitiesEnter Routine Knowledge

Work

InflectionWindow

Today 10–20Yrs.

Figure 8.2: Routine Tasks—Human versus Machine Abilities

Figure 8.3: Future Work Skills: Institute of the Future and World Economic Forum

Data sources: Institute for the Future and World Economic Forum

1. Design Mindset

2. Social Intelligence

3. Sensemaking

4. Novel and Adaptive Thinking

5. Cognitive Load Management

6. Computational Thinking

7. Transdisciplinarity

8. Virtual Collaboration

9. Cross-Cultural Competency

10. New Media Literacy

1. Complex Problem Solving

2. Critical Thinking

3. Creativity

4. People Management

5. Coordinating with Others

6. Emotional Intelligence

7. Judgment and Decision Making

8. Service Orientation

9. Negotiation

10. Cognitive Flexibility

29

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1980 1990 2000 2010

.05

0

.05C

hang

es in

Em

plo

ymen

t S

hare

R

elat

ive

to 1

980

HIGH MATH, HIGH SOCIAL

HIGH SOCIAL, LOW MATH

HIGH MATH, LOW SOCIAL

LOW MATH, LOW SOCIAL

Figure 8.4: Deming: Changes to Employment Based on Task Intensity

Data source: David Deming, Occupational Task Intensity based on 1998 O*NET (source: 1980–2000 Census, 2005–2013 ACS), in “The Growing Importance of Social Skills in the Labor Market,” May 2017.

Relative Change in Real Hourly Wages by Occupation Task Intensity

1980 to 2012

–.1

1.0

2.3.

1980 1990 2000 2010

HIGH SOCIAL, HIGH MATH HIGH SOCIAL, LOW MATH LOW SOCIAL, HIGH MATH LOW SOCIAL, LOW MATH

Per

cent

Cha

nge

in R

eal H

our

ly W

age

Rel

ativ

e to

198

0

Figure 8.5: Deming: Changes in Hourly Income Based on Task Intensity

Data source: David Deming, Occupational Task Intensity based on 1998 O*NET (source: 1980–2000 Census, 2005–2013 ACS), in “The Growing Importance of Social Skills in the Labor Market,” May 2017.

30

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Engaged Disengaged

100%

80%

60%

40%

20%

0%Primary Middle High

74%

45%

34%

8%

24%32%

Figure 8.6: Gallup: Engagement and Disengagement in Education

Data source: Gallup 2016 survey of 3,000 schools in the United States (https://news.gallup.com/opin-ion/gallup/211631/student-enthusiasm-falls-high-school-graduation-nears.aspx).

Ski

lls A

re Im

po

rtan

t

Skills Are Difficult to Find

20 % 80 %60 %20 %

80 %

60 %

40 %

Collaboration

Problem Solving

Leadership

Adaptability

Emotional Intelligence

Creativity + Innovation

Risk Management

Digital Skills

STEM Skills

IMPORTANCE

2018 Top 10 Threats

#5 Availability of Skills

2019 Top 10 Threats

#2 Availability of Skills

“Skills Battleground”

Figure 8.7: PricewaterhouseCoopers: Skills Battleground

Data source: PwC 20th Anniversary CEO Survey.

31

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Data source: Burning Glass

STEM (Only) Premium Depreciates: Starting Salary Premium Declines

5 10

+0%

+100%

+50%

Data source: BBC

Transdisciplinary Premium: Starting Law Salaries Based Upon Undergraduate Degree

+0%

+75%

+50%

+25%

Law Degree Undergrad + Grad

17%+ Philosophy or Religion

32%+ Ethic or Civilization Studies

52%+ US History

57%+ Foreign Languages

Figure 8.8: The Premium of a Liberal Arts Undergraduate Degree in the Legal Profession

By-ProductsGoalsInputs

Human Value Era(2019–Present)

Investor Value

Workers

Financial, Social, Environmental Capital

Infrastructure

Customer Value

Community Value

Financial Value (Profit)

ShareholderValue Era(1970–2019)

Customer Value

Employees

Freelance—Gig

Capital

Infrastructure

Investor Value

Profit

Figure 8.9: Shareholder Value and Human Value Eras

32

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Figure 8.10: Your Job Is Moving: Reskill and Upskill Every Day

Shed,Automate,or AtomizeElements

DeepenKnowledge

+ Skill

NextRole

Current Role

Expand—Port Skills +Knowledge

=

+

+

– Tasks Automated or Atomization

Deepen Knowledge + Skill

Expand—Port Knowledge + Skill

Next Role

REPEAT PROCESS

Current Role and Self-DefinitionUPSKILL

RESKILL

First Second Third Fourth

TECHNOLOGICALINNOVATION

HUMANADVANTAGE

Steam Engine,Mechanical

Manufacturing

Electricity, MassProduction,

Division of Labor

Computer,Automation of Manufacturing

Cyber-Physical Systems, Internet of

Things

Figure 8.11: The Fourth Industrial Revolution Requires Heart

Concept credit: Dame Minouche Shafik, director, London School of Economics and Political Science, and Dov Seidman, CEO, LRN and author of How.

33

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SCALABLE EFFICIENCYSecond and Third Industrial Revolutions

SCALABLE LEARNINGFourth Industrial Revolution

Leadership toDrive

Productivity

Leadership toInspire Human

Potential

Figure 9.1: Leadership Shift from Driving Productivity to Inspiring Human Potential

Sources: John Hagel (scalable eÿciency and scalable learning) and H eather E. McGowan (leadership for productivity or potential)

Figure 9.2: Who Gets the Extra Cookie?

Source: Photo by Wendy Rueter on Unsplash.

34

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68

76

78

80

70

72

74

INDIVIDUALCONTRIBUTOR

SUPERVISOR MANAGER DIRECTOR EXECUTIVE/VP SENIOREXECUTIVE

CEO

Figure 9.3: Emotional Intelligence and Job Title

Source: Travis Bradberry, PhD, president, TalentSmart, Inc., coauthor, Emotional Intelligence 2.0.

Figure 9.4: In Search of Super Chickens

Source: Photo by William Moreland on Unsplash.

35

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Figure 9.5: Soccer: An Interdependence Sport

Source: Photo by Jannik Skorna on Unsplash.

Figure 9.6: Leaders Make the First Leap of Faith

Source: Photo by Sammie Vasquez on Unsplash.

36

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Figure 9.7: Racing Takes Great Situational Awareness

Source: Photo by Max Böttinger on Unsplash.

COMPLICATED COMPLEX

Figure 9.8: Complicated to Complex

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Figure 9.9: Become Comfortable with Being Uncomfortable

Source: Photo by André Noboa on Unsplash.

Figure 9.10: Beware the Burning Platform

Source: Photo by Stephen Radford on Unsplash.

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FEAR

BURNINGPLATFORM

INSPIRE

BURNINGAMBITION

Figure 9.11: From Burning Platform to Burning Ambition

Source: Peter Sheahan, CEO, Karrikins Group.

Explore +Experiment

Execute

Expand

Exposure(minimize)

VALUE

TIME

BurningAmbition

BurningPlatform

VALUE

TIME

Figure 9.12: Phase of Value Creation and Protection and Burning Platform versus Burning Ambition

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Learning

ScalableEfficiency

OLDPARADIGM

VALUE

TIME Learning

ScalableLearning

ScalableLearning

ScalableLearning

OLDPARADIGMNEW

REALITYVALUE

TIME

Figure 9.13: Old Paradigm versus New Reality and Scalable Efficiency versus Scalable Learning

LearningTour

LearningTour

LearningTour

CAPACITY

TIME

NextRole

NextRole

NextRole

Deepen Knowledge

+ Skill

Expand— Port Skills

+ Knowledge

Deepen Knowledge

+ Skill

Current Role

Expand— Port Skills

+ Knowledge

Expand— Port Skills

+ Knowledge

Deepen Knowledge

+ Skill

Figure 9.14: Learning Tours to Increase Capacity

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INPUT

CULTURE

CAPACITY

OUTPUT

BRAND

PRODUCT

Expression of

Evidence of

WHY +HOW

WHAT

WHAT HOW

Figure 10.1: Focus on the Inputs: Culture and Capacity

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unreasonable Our values drive everything we do.

We think this is the most important webpage we’ve ever built. Unreasonable, from its inception, has been a values-driven organization. To be clear, the manifesto below is not a gimmick. All our moves are guided by the

constraints set within our values. Without them, Unreasonable Group wouldn’t be Unreasonable.

WHY WE EXIST

Our mission is to drive resources into and break down barriers for entrepreneurs solving BFPs. Our vision is to create a world in which the most valuable & in�uential companies of our time are those solving humanity’s most pressing challenges. Below are our values but we want to make clear that we have one law: entrepreneur-centricity. Come hell or high water, we exist to support the entrepreneurs that make up our global community.

OUR VALUESLONG TERM > SHORT TERM

We put an emphasis on long-term value and impact over short-term gains. In fact, impact is the sole reason we do anything & everything. It is our only bottom line. Although we believe in the power of pro�t to drive lasting and scalable change, when evaluating an opportunity, we examine its worth via the depth and breadth of the impact we envision possible.

CLIMB THE RIGHT MOUNTAIN

The speed at which you climb the mountain is important, but only relevant if you choose the right mountain to climb. Effectiveness is more important than ef�ciency and it needs to be intentionally measured over time. We constantly ask ourselves if we are climbing the right mountain and look to leverage data to ensure we are on course and heading towards the chartered summit. Read more about this value on Unreasonable.is.

NO BULLSHIT

We believe humility is paramount and we view vulnerability as strength. We push for open communication even when it’s tough, whether that means being transparent about our failures publicly or creating the conditions for authentic communication within our teams. We have chosen to embrace honesty, and sometimes awkwardness, as the path to an incredible team and a brand worth believing in. It’s simple: Don’t bullshit yourself and don’t bullshit others.

LEARN ALWAYS

We believe in the potency of a curious perspective and we are obsessed with prototyping. We strive to learn both from failure and success and we believe that teams often forget to value learning as a measurable outcome to any project. We constantly push ourselves to learn new things (personally, professionally, physically, and spiritually). We continually set and test hypotheses that help us to rapidly evolve towards our mission. WE believe that the best way to learn, is to do.

MAGIC IS IN THE DETAILS

Design matters, the details matter, personality matters, and intentionality is critical. We are tired of hearing that the devil is in the detail. We believe magic is in the details. We have a culture that takes as much pride in a perfectly placed pixel as we do with the design of a page. Overtime, we believe our obsession over detail will speak volumes.

WE > I

We stand on a belief that the world’s greatest challenges will never be solved by one person, one team, or one company. We believe in pathological collaboration and strive to turn competitors into partners. Within our own team and community, we always assume good intentions and when circumstances demand it, we are committed to going through hell or high water for each other.

GYSHIDO // VISIT THE SITE

We look for a team-player mindset with an autonomous work practice. Unreasonable is not a micro- management culture. We operate under the assumption that everyone on the team will Gyshido and we all

Figure 10.2: Unreasonable Group Manifesto

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hold ourselves accountable. We only work with people who never let others wait for their part of the job. We hold a conviction that nothing grand comes easily. We love the grind.

YOUR ENERGY > YOUR TIME

If you choose to start your workday at noon or at 5 a.m., so long as you Gyshido, the decision is entirely yours. If you want to go on a hike for three hours in the middle of the day, awesome. We will shape your work around your life. That said, we only work with teammates who feel a deep connectedness to their work. Put another way, we seek out individuals who agree that this is not a 9 a.m. — 5 p.m. job…it’s more than that.

WE ARE ENTREPRENEURS

We leverage creativity and the resources at-hand instead of looking elsewhere for the answers. We believe in the importance of maximizing partnerships, realizing the potential of our team, seeing money not as “the answer” but as a tool to be intelligently leveraged, running a skillfully lean operation, and in short, doing as scrappy entrepreneurs do.

GLOBAL IDENTITY

We strive to ensure that the demographics of our team and the community we support are re�ective of the globally diverse world we operate within. This is not a gimmick, this is a strategic imperative. It is self-evident that the most productive breakthroughs and creative solutions arise from bringing together people and partners across geographies, religions, ethnicities, political af�liations, genders, abilities, and creeds. From our board of directors to our teammates, to the entrepreneurs and mentors we support, we aim to ensure our community and our brand is representative of the world we are seeking to impact.

NO ASSHOLES

Our greatest asset, the global unreasonable community, thrives implicitly on kindness and generosity at its foundation. We seek out team members, partners, investors, entrepreneurs, collaborators and mentors who choose humility over arrogance, assume good intentions amongst one another, and though we will have many differences of belief and perspective, always treat one another with respect. Though we are a community where creative and social mis�ts seek refuge, assholes will �nd no home at Unreasonable. There are no exceptions to this rule.

FAMILY AND HEALTH FIRST

We know it’s ironic that this value is last on the list, but there is nothing more important. Your family and health are always prioritized. If you are sick, if someone is getting married, if there is an urgent family need, we will insist you drop everything and take care of your family and your health above all else.

Figure 10.2: Unreasonable Group Manifesto (cont.)

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LEARN Unit of Value

LEARN TOLEARN

Unit of ValueIncreased Capacity

DO

LEARN DO

WHY

NEWREALITY

OLD ECONOMY

Preparation ByproductGoal-Target

Activity(Work)

Figure 10.3: Value Created Becomes the By-Product of Increasing Capacity

Helpful to ImproveExisting Products +

Services

Data

Information

Essential to CreateNew Offerings

Knowledge

Intelligence—Wisdom

INSIGHTS

INSIGHTS

INSIGHTS

VALUE

LEARNING

Figure 10.4: Hierarchy of Business Intelligence

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VALUE YOU BRING VALUE YOU CREATE

HELLO

Limited by MyJob

I am...HELLO

Driven byPurpose(Agency)

I am...

Resume or CV MindsetCredentialed

Past ExperiencesKnowing (stored expertise)

Answers (to known problems)

Entrepreneurial MindsetContinuous Learning

Beginner’s MindLearning

Questions + Insights

Figure 11.1: From the Value You Bring to the Value You Create

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8

NeedNeed

Clari�edHR Position +

Budget Approval SearchCandidateSelected

CandidateStarts

NeedRelief

NeedNeed

De�nedPlan

ChangedNeed

ChangedBudget

ChangedNeed Re-de�ned

NeedAcute

NEED

PLAN

NOW

THENNEED

PLAN

Figure 11.2: Accelerated Change Can Eclipse Long Hiring Timelines

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Types of Talent

AI Assistance

Transformational

Executive Producer

Rotational

Contingent

Foundational

Contribution

KnownExecution Agent

Incremental, Known Contributions

Hire a Tool

Building + Sustaining the Entity

Unknown (Discovery)Change Agent

Time—Tour

Short Term3−5 Years

Short TermRepeatable

Short Term1−3 Years

Short TermMonths–years

Long TermDevelop—Invest

Figure 11.3: Types of Talent

Sources: Reid Ho˝man (foundational, rotational, and transformational talent) and Heather E. McGowan (contingent and executive producer talent).

Your WorkforceYesterday

Your FutureHuman Today

CertaintyRisk Reduction

Option Generation

DiscoveryProblem Framing

CreativitySense MakingCuration

Execution +Optimization

Figure 11.4: Workforce of Yesterday versus Workforce of Tomorrow

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Tribes(Cohesive) Network

Confirm

Bridging (Action) Network

Expand

Figure 11.5: The Shape of Your Network Matters

Concept Credit: Anne-Marie Slaughter (author of The Chessboard and the Web) and Julie Battilana and Tiziana Casciaro (authors of “The Network Secrets of Great Change Agents” in the Harvard Business Review).

HIGH

HIGHLOW

CognitiveDiversity

Psychological Safety

Oppositional

High DiversityLow Safety

Generative

High DiversityHigh Safety

Defensive

Low DiversityLow Safety

Uniform

Low DiversityHigh Safety

ofLearning Is

Collaborative

90%

Figure 11.6: For Accelerated Learning, Seek Cognitive Diversity and Psychological Safety

Source: Alison Reynolds and David Lewis, Using the QI Index, from “The Two Traits of the Best Problem-Solving Teams” in the Harvard Business Review.

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Chronology

Key Moments

Work Is

CommunicateMeans

CommunicateStyle

AsynchronousSynchronous

SILENT

1937–1945

World War II,Depression,Space Age

Long-TermCareer

RotaryPhones

BOOMER

1946–1964

Civil Rights,Sexual

Revolution

Adventure,Career, then

Retire

Touch-TonePhone

GEN X

1965–1984

Watergate,Energy Crisis,Downsizing

A Job,a Contract

Cell Phone

MILLENNIAL

1985–1994

ChildFocused,

Divorce Norm

Means toEnd, Values

Internet,Email

GEN Z

1995–Now

Digital Norm,9/11

EntrepreneurPurpose

Smartphone,Cloud

Figure 11.7: Five Generations in the Workforce

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